Chapter 34 Chapter 34 The miracle of leadership is half created by eloquence

In real life, people often judge a person's knowledge, cultivation and ability according to his speech level and demeanor.An American politician once said that personality and eloquence are more important than cultural knowledge and a Harvard diploma. Thomas, an American researcher of human behavior science, pointed out: "The ability to speak is a shortcut to fame. It can attract people's attention. People who can speak eloquently often make people respect, be loved and supported by others. It makes a person People's talents and learning are fully developed, shining brightly, getting twice the result with half the effort, and achieving outstanding performance." He even asserted: "Half of the miracles that happen to successful people are created by eloquence."

Americans regarded "eloquence, money, and atomic bomb" as the three most powerful weapons in the world as early as the 1940s. After the 1960s, "eloquence, money, and computer" were regarded as the three most powerful magic weapons. "Eloquence" has always been the first, which shows its role and value. In government agencies and modern companies, whether it is a grassroots section chief, a high-level minister, or a front-line sales executive, or a group president, they all need to temper their eloquence, learn to speak, learn to be a leader, and learn to deal with interpersonal relationships at work. , so as to achieve their own career while achieving the team.

Regardless of the level of leadership, leaders must play the role of commander, supervisor and negotiator, and they all need the obedience and cooperation of subordinates to achieve their goals.How can you make your subordinates understand your intentions, understand the key to the task, and execute the job requirements convincingly when they accept the task?Moreover, in many cases, leaders need their subordinates to speak freely, and they need to express their attitudes towards work, thinking about tasks and valuable proposals. How can we make them truly open their hearts of communication instead of perfunctory promises?All in all, how do you say that your subordinates will listen, and how do you listen to your subordinates before they can speak?Eloquence trainers and communication experts have the answer in one simple sentence: "It's not what you say, it's how you say it."

There is no doubt that the leader's language plays an important role in maintaining the image of the leader and establishing the prestige of the leader.How leaders use their own language to win enough prestige is a key issue in the art of leadership language. First let's look at how a leader should speak to match who he is.We all know that proper language is very important for the image of any speaker, especially for a leader. If the language can be properly matched with other qualities of the leader, the image of the leader will be more perfect and more convincing . Former British Prime Minister Margaret Thatcher has a commendable appearance and demeanor. She is one of the most charming political figures in the world in the late 20th century.And her fascinating speech style has established a high international prestige for her.In her first speech after taking office, she said:

I'm following greats as Conservative leader and it makes me feel small.The leaders before me were all famous great men, such as our leader Winston Churchill pushed the name of Britain to the pinnacle of the history of the free world; Anthony Eden established for us that we can build great wealth and the goals of democracy; Harold Macmillan made many lofty aspirations a reality within the reach of every citizen; Alec Douglas Home won the love and admiration of us all; Edward Heath succeeded in Won us the 1970 election and wisely brought us into the European Economic Community in 1973. In this speech, Mrs. Thatcher listed the achievements of successive British prime ministers in modern history to show her long-term responsibilities and lofty ambitions.

In 1979, Margaret Thatcher won the general election and became the first female Prime Minister of the United Kingdom.At such an epoch-making moment, part of her speech said: No matter who you voted for in the general election, I would like to appeal to you, all the British people: Now that the general election is over, let us go forward hand in hand, and work together to fight for the strength of our proud country.There are many things in front of us waiting for us to do, let us fight together! Her speech made her close to the general public successfully and enhanced her sense of belonging in the hearts of the British people.

In 1987, when she was re-elected for the third time, her speech had become full of fighting spirit and domineering: It is our right and our duty to remind the entire free world that Britain is once again confident, strong and trusted.We are confident because attitudes have changed; we are strong because our economy is thriving, competitive and getting stronger; we are trusted because the world knows we are a strong ally and faithful friends. From Mrs. Thatcher's speech, we can see that as prime minister, she made clear her goal as soon as she took office, to increase the confidence of all the people in the government and herself, and thus win the support of the people.As time went on, Mrs Thatcher tended more and more to project her confidence and regalia.This has further increased her prestige among the people.

Leaders use language to establish their prestige. In layman's terms, they want to convince and convince their subordinates, so that they will naturally support you. This is prestige.To convince your subordinates to your words, you should do the following in turn: 1. Be approachable This will help bring you closer to your subordinates and foster a sense of belonging. 2. Demonstrate ambition as a leader Make subordinates feel that it is very promising to follow you to struggle.In this way they have the confidence to follow you and support you. 3. Show the arrogance that a leader should have

Every leader should have his own deterrence, so as to make subordinates obey you.This kind of domineering spirit should be elegant and solemn in the language style of the current leadership. But remember, being domineering does not mean being superior and domineering.If that's the case, it's easy to lose people's hearts. 4. Give subordinates positive stimulation and motivation It is a good choice to affirm the progress and outstanding performance of subordinates from time to time.In this way, subordinates will trust you more, forming a virtuous circle. To establish leadership prestige, it is important to show the charisma that a leader should possess.Leadership temperament is a kind of aggressive, no one else's pride.Only with this kind of temperament can we effectively guide the work.Let's take Zhu Yuanzhang, the founder of the Ming Dynasty, as an example to see what is the kingly spirit in language.

After Zhu Yuanzhang became emperor, he often went on tour in micro clothes.Once, when he returned from a cruise, a group of people went to a ferry on the outskirts of Jinling, the capital, to wait for a boat to cross the river.Coincidentally, a group of exam candidates were also waiting for the boat. Seeing that the ferry had not yet arrived, the students recited poems by the river to pass the time by discussing literary talents.Zhu Yuanzhang thought it was very interesting, so he quietly stood aside and listened to their poems. The scenery along the river was very magnificent that day, the Yangtze River flowed eastward for thousands of miles, the vast Zhongshan Mountain appeared and disappeared in the mist, and it was majestic.

A young man gazed at the majestic mountains and rivers in front of him, and said, "There is a weight in the quarry." The candidates all praised unanimously, "This metaphor is very grand." After hearing this, Zhu Yuanzhang said with a smile: "The boldness of this sentence is so great, it will be difficult to continue in the future!" Everyone thought about it for a while, and it was true. If such a large quarry rock is only compared to a weight, what are the beams and hooks?Even if you can barely scrape together such a large scale, what are you going to weigh? Everyone looked at each other, not knowing how to answer. Zhu Yuanzhang laughed when he saw this, and said, "Let me try it." After finishing speaking, he recited aloud: "The quarry rock is a weight, so what if the Changhong is used as a pole? The crescent moon in the sky is a hook, and how many mountains and rivers are there?" The disciples were dumbfounded after hearing this, and the only one who could show such an aura of swallowing mountains and rivers could only be Long Live Today, so the disciples knelt down to pay respects to the emperor. From this story, we can see that it is easy for a leader to show his due momentum with words, and this kind of performance is often unintentional.As long as you have the prestige of a leader, you will naturally reveal the aura of a leader in your language. The prestige of a leader is a kind of true feeling that the masses are convinced of the leader from the heart, a kind of sincere admiration and trust, and a kind of resonance produced by the influence of the leader's words and deeds on subordinates.To establish prestige, the leader should always pay attention to the undiscovered problems of his subordinates in his speech, have personal charm in his speech and demeanor, and set an example everywhere.Moreover, we must use our speaking skills according to different objects and environments, and avoid being arrogant and defiant.To get close to your subordinates as your goal, only in this way will there be good results. The prestige of a leader among his subordinates is established by his words and deeds.Talking with subordinates is not a chat between friends. If you talk to your subordinates for an hour without saying a word with a sense of decision-making, then the conversation is invalid. A leader who has no opinion and is influenced by others cannot get the respect and obedience of his subordinates.Therefore, leaders must maintain their own prestige. When talking with subordinates, a good leader should adopt an attitude of inclusiveness, learning from each other's strengths, learning from each other, and seeking common ground while reserving differences.When encountering a situation, instead of being busy drawing conclusions and criticizing the other party, you should express your own opinions in a low-key but highly dominant manner, such as: "Your opinion is still good, but what if you look at it from another angle? For example..." "I think differently than you, can we exchange ideas?" "Well, let me think about it and we can talk about it tomorrow." Such words are majestic and easy to be accepted by subordinates. The prestige of a leader can be reflected in his usual speech. For matters that can be decided within the scope of his authority, he must act decisively and clearly "make a decision."For example, workers in the workshop often arrive late and leave early at work, and do not listen to their assignments.For this kind of violation of discipline, a decisive decision should be made to "stop working and stay in another post."If a subordinate asks the leader for instructions on the arrangement and agenda of a certain mobilization meeting, and the leader thinks there is no problem, he can express in an encouraging euphemistic tone: "Got it, you can just figure it out." This expression not only gives support and encouragement to the subordinate, It also gives subordinates the power to act. When talking with subordinates, the subordinates should fully express their opinions and attitudes before speaking.Let the subordinates talk first. At this time, the initiative is on the leader's side. You can choose weaknesses from the subordinates' reports and ask questions to help the other party understand the problem, and then talk about your own views, which is easy for the other party to accept.Let the subordinates speak first, think about the problem by themselves, make a final decision, and strike later, which is more conducive to the performance of the leader's speaking level. In addition to the identity of the speaker himself, the way of speaking is also very important.A leader must speak like a leader. A leader who can speak does not need to show his business card, and can tell others his identity through his own way of speaking. First of all, the leader should speak concisely and keep the long story short, because as a leader, there is absolutely no need to explain everything clearly to his subordinates. Sentences should be shorter, not only easy to speak, but also less labor-intensive to hear, and more attractive. The leader must be the last to make a speech. When speaking, put the emphasis on the back, the more important it is to show the importance of what is said.In particular, the Chinese are the ones who have the most psychological factors of "putting the emphasis on later".Therefore, leaders should not rush to speak, and the last to speak, the more authoritative they are. Leaders must learn to speak in a humorous style.Humorous words, easy to remember and impressive, are the trademarks of self-promotion.Especially in the workplace, it is generally not suitable to joke, but if the leader can make a few jokes properly, it just shows his special status. Leaders must speak in an orderly manner, enunciate words clearly, and speak at an appropriate speed.Be firm and confident when speaking.The strength should be moderate, and you should look into the other person's eyes, so that you can show that you are confident and capable.If you dare not look your eyes straight when speaking, it will make subordinates feel that the leader is weak-willed and easy to dominate. In a meeting, the leader should wait a few seconds before speaking, and wait until everyone is looking at you.Be sure to use gestures for emphasis, but don't wave your finger at the subordinate's face.Speech is slow and clear, and the language is short, which is equivalent to telling subordinates: "I have the ability to control everything." When the leader made arrangements and instructions on related work and affairs, the subordinates did not immediately go all out to abide by and implement them, but complained to you, hoping to take care of and adapt to his individual situation.At this time, you need to make decisive orders to ensure the smooth progress of the work. 1. Stick to the decision and never give in Any leader, when making arrangements for related work, cannot take care of everyone.At this time, if a subordinate complains, you should proceed from the dignity and authority of a leader, stick to the decision and not change it easily, so as to ensure the smooth flow of government orders. Xiao Li is a librarian, and his work is leisurely and elegant.One day, the leader suddenly said to him: "Xiao Li, from now on the librarian's job will be done by someone else, you go to the office and work as a computer operator." Xiao Li was very reluctant, and complained to the leader, saying: "The leader , I am very enthusiastic about library work and familiar with the business, but I don’t know anything about computers and I have no enthusiasm. Besides, I am not in good health and can’t handle the tedious and heavy workload. You still let me stay in the library as a manager Be a member." After hearing this, the leader told Xiao Li clearly: "This has been decided, let's implement it first, and adjust it later if there are problems." 2. Avoid the sharp edge and deal with it calmly Some subordinates will feel dissatisfied once they are dissatisfied after learning about the leader's arrangement, and insist on complaining to the leader. At this time, you can adopt a calm strategy. The affairs of a certain unit increased sharply for a period of time, and there was a shortage of manpower. The leader thought of Xiao Wang who had been sick at home all the time.The leader knew that she needed more rest and conditioning.But he felt that letting Xiao Wang do some light work was more beneficial to his health than being bored at home, so he decided to let Xiao Wang go to work.But Xiao Wang couldn't accept it, and felt aggrieved and wanted to make it clear to the leader.The leader saw Xiao Wang's intentions. On the one hand, he received him warmly. On the other hand, he used methods such as changing the topic and making jokes to avoid direct conflicts, downplay the conflicts, and dealt with them coldly. This countermeasure of the leader is conducive to making the best use of the situation and winning the initiative. 3. Reasonable and well-founded, patient guidance In the face of subordinates' "complaints", the leader should first explain the basis and reasons for his decision, so as to win the understanding and approval of his subordinates. Li Lin was transferred from her original post to the Propaganda Office.This was originally a good thing, and Li Lin was very grateful in her heart, but she had her own difficulties: one was that she was not familiar with the writing work, and she was afraid that she would fail the expectations of the leaders; There is a gap, and it may be difficult to have good cooperation with him, so I went to the leader to complain.After the leader knew about it, he told Li Lin: "Xiao Li, I heard that your writing is very basic. As long as you work hard, you can do the job. As for the director's attitude towards you, I have fully understood it. Your worries are unnecessary. of." At this point, Li Lin's difficulties disappeared immediately, and she happily accepted the new job. 4. Listen carefully and treat them individually Leaders guard against assertiveness in asserting their authority.It is necessary to listen carefully to the complaints of subordinates, and then treat the situation differently, provide necessary explanations and guidance for those that can be explained, and actively adjust and correct mistakes. Yu is young, promising, and aggressive. The leader intends to train him, so he is listed as a subordinate cadre and assigned to work in a difficult area.Yu is very happy, but has unspeakable difficulties.He said to the leader: "My girlfriend and I are facing challenges in our love relationship. Her mother thinks that I am too rigid and honest, and I am not an ideal future son-in-law. If I leave the city to work in the countryside at this time, then we will face even more problems. Great pressure.” The leader listened carefully to Yu’s difficulties, and said, “It turns out that you have so many difficulties, which I didn’t know beforehand. But the organization really wants to train you, I think so, you don’t have to go In such a far place, go to the county seat closest to here, so that I can come back every weekend, what do you think?" From the perspective of caring for subordinates, Yu's leader handled it flexibly, not violating the principle, but also taking care of the truth, which made Yu very grateful. 5. Citing role models to stimulate their fighting spirit When your subordinates complain to you, you can publicize the examples of others who have overcome difficulties and successfully completed their missions to the "complainers", urging them to jump out of the narrow quagmire and work hard. Xiao Liu's family is out of town, and it is very difficult to go back and forth.However, according to the needs of the work, the leader arranged Xiao Liu in a position with high time requirements, so that it was difficult to go home in time even on weekends.Xiao Liu "complained" to the leader for this.On the one hand, the leader expressed understanding to Xiao Liu, and on the other hand, he talked about Xiao Wang.The leader said: "Xiao Wang's husband passed away on business, and a woman lives with a daughter who is only a few years old, but she overcomes difficulties and works hard. It is said that she suffers more than anyone else, but she never mentions personal difficulties. .” When the leader said this, Xiao Liu was convinced and felt quite ashamed, and immediately expressed that he would work hard to live up to the leader's hope. Leaders often have to face complaints and resentment from their subordinates.If the complaints of the subordinates are justified, the leader should pay attention to them. If the complaints of the subordinates are purely for self-interest and to vent personal grievances, the leader should also do a good job of persuading and persuading, and should not be left alone.So, when subordinates complain, how can a leader speak more appropriately? Subordinates have grievances and complaints, are often emotionally impulsive, and their reason is often influenced by their emotions. At this time, the better method is to adopt a cold-handling strategy. This is a kind of delaying strategy, which can alleviate conflicts, gain time to understand the real situation, and seek solutions to problems. method. Mr. Zhang, an employee of a certain company, complained to Director Li of the Human Resources Department after the year-end evaluation. He said emotionally: "We people will only do our work honestly and with conscience, and we will not show merit. We can't always comment on those 'honorary professional households', aren't we old employees advanced?" Minister Li poured Lao Zhang a cup of tea and said, "Old Zhang, I completely understand your feelings. I will give you a satisfactory answer when I understand the situation." Seeing Minister Li talking like this, Lao Zhang calmed down a little and sat down. When he came down, he talked about his views calmly, and at the same time reported his work in the past year.Some of the work that Lao Zhang did was indeed unknown to the company's leadership. Later, Minister Li found out through investigations that it was true. After research by the company's board of directors, he decided to increase the quota, and Lao Zhang was also rated as an advanced employee, and a bonus was issued. Subordinates who complain often only look at problems from their own standpoint, lacking a holistic view, and tend to be one-sided and extreme.Department leaders can use the dichotomy method to persuade such complainers, analyze the dialectical relationship between things, distinguish right from wrong, look at the problem comprehensively, help them understand themselves correctly, treat others correctly, and thus open their knots. Mr. Liu, an employee of a company's purchasing department, was not rated as "excellent" in the annual evaluation of professional and technical personnel. The company's procurement plan has also saved the company a lot of expenses, why can't I be rated as 'excellent'?" When questioned, Manager Chen patiently explained: "Yes, you are indeed a good comrade who is conscientious and conscientious. You have good attendance and fulfilled your duties well. According to the company's regulations, you can get full attendance bonuses and post allowances for employees of the purchasing department. However, the evaluation of professional and technical personnel not only depends on their usual work attitude and performance of duties, but also on whether they have made achievements. Several outstanding comrades have done a good job in this aspect. If you are here in the coming year If you work harder on the side, I think you are still very promising." Manager Chen's words convinced Old Liu. From the above examples, we can easily see that the leader should treat the complaining subordinates differently and adopt different methods according to the different characteristics of the subordinates. For those complaining subordinates who have certain abilities but are dissatisfied with the current situation, You might as well use the provocative method to stimulate the other party purposefully with irony, so that the other party can be freed from self-repression, and replace it with self-motivation, a sense of honor, and an energetic spirit. Xiao Wang, secretary of the office of a certain bureau, has a college degree, but whenever he sees those with low education getting rich, he feels very unconvinced.One day, he complained to Deputy Director Sun of the bureau and said: "In today's society, people with low education and courage make a lot of money; people with high education and cowardice can't make much money." The treatment is too low.In this regard, Deputy Director Sun said: "The current society pays attention to real talents and real learning. People with high education are not necessarily capable; .There are several enterprises under our bureau, and they are short of capable factory directors and managers. Do you dare to issue a military order and go down to revitalize the enterprises?" These words touched Xiao Wang a lot. He thought that he had graduated from a regular university. Could it be that he was really so useless?Instead of sitting in the office all day doing nothing, it's better to go down and fuck him.Therefore, he really asked the company to become the factory director, which turned the company into a profit. There are also some subordinates who have strong selfish desires, and occasionally complain when they fail to do what they want, and it is difficult for the leader to persuade them many times.For this kind of person, he can be allowed to publicly tell where he has accumulated grievances.This method can restrain some people's selfish desires. Xiao Zhou, the assistant to the general manager of a company, always felt that he had done a lot of work, but he didn't get much money.Once, he complained in public again: "I am a soft-spoken person. I only have a false name but no real content. I am in the management in name, but I can't control anything in reality." Manager Cheng just happened to pass by and heard it, and he retorted: "Xiao Zhou, what do you mean by saying that you only have a false name but no real content? You say that you are only a cadre in name, but in fact you can't control anything. Please tell me. , What kind of real power do you want? If you have any opinions, you can report them to the company, and don’t be full of complaints. If you have any requirements, make a report and the company will study it. If it is reasonable, it will naturally be adopted.” Xiao Zhou knew he was wronged and had nothing to say, so he had to accept the criticism silently, and of course he didn't dare to make any reports, so he didn't dare to complain indiscriminately in the future. According to Kate Fox, a social anthropologist and director of the Oxford Center for Social Issues in the United Kingdom, "it's as normal for humans to spread gossip in the office, on the Internet, or on the phone as chimpanzees and gorillas groom each other." Gossip can be annoying at times, but more than two-thirds of all human communication is gossip. There is also a saying in China that "all mouths make money, and accumulation destroys bones". According to this anthropologist, we live in the midst of "talking with each other" almost every day.The development of information technology, especially the wide application of the Internet, makes it easier to spread rumors, especially in the background of complex human relationships in the office, it is almost impossible not to generate rumors.So, as the leader of the enterprise, how should we deal with it, should we spread it arbitrarily, or take the initiative to attack? Maybe many leaders will choose to let it run its course, because they believe that "the fake will not be true", but if once the rumors disturb everyone's mood, reduce everyone's work efficiency, and even cause the work to be unfinished and affect profits, it is unknown A truthful boss will take issue with what you do and who you are.Can you just sit back and watch at this time?Of course the answer is no, then you have to take the initiative to attack. However, this kind of initiative still needs to pay attention to strategy. Feng Lei, who has just graduated from university for two years, was quickly promoted to the supervisor of her department because of her strong work ability and good performance.Just when she was about to show off her talents, something unexpected happened.In the past half a month, she found that the subordinates in the office were always whispering about something after work breaks, but as soon as she approached, everyone stopped talking and went about their own business.Feng Lei realized that what her subordinates were talking about must have something to do with her.She was busy with work and didn't pay attention to it at first, until one day, she saw some insinuating comments on her posts on the company's internal forum: "Some people are entrusted with important tasks not long after they arrive at the company because of their beauty. "Some people took the general manager out for a stroll under the guise of going to other places for inspection." After being shocked by these rumors, Feng Lei felt that some effective actions must be taken. She felt that these rumors not only hurt her reputation, but also hurt the morale of employees to a certain extent, and even affected the normal work of senior management. Therefore, Feng Lei first found those who spread rumors through some channels, and had a private conversation with them. Feng Lei: "Xiao Zhang, I saw you say something like this on the forum recently. In all fairness, do you really think so? I really want to know your real thoughts, and I am willing to talk to you in private. Try to solve this problem on the smallest scale." Xiao Zhang: "Did Sister Feng misunderstand me? I didn't say anything." Feng Lei: "It doesn't matter if you don't admit it, but I hope I misunderstood you. If this kind of misunderstanding doesn't happen again, I hope we can communicate directly in the future if we have issues or opinions. If I hear similar gossip again in the future, I will ask you The company came forward to solve the problem. Because such remarks are not only harmful to the individual, but also harmful to other employees of the company. I believe the company will not allow such rumors to fly around." Next, she approached Zheng Ming, the company's vice president in charge of human resources, to discuss countermeasures. Feng Lei: "Mr. Zheng, you have seen all the posts on the forum. I don't think we can let this kind of talk go on. Because I am not the only victim. From the post, we can see that some people think that the company's top management is messing around. If you don’t hire people based on their ability, it’s useless no matter how well you do. This kind of thinking is very depressing to the enthusiasm of employees.” Zheng Ming: "I've been thinking about this question for the past few days. Do you have any specific suggestions for me?" Feng Lei: "Could you ask the human resources department to call a meeting with the employees, and I will personally make a statement at the meeting. Please, as the company's management, reiterate the company's disciplinary mechanism for those who spread rumors at the meeting. I see The company also has this item in the performance appraisal of employees, we might as well remind everyone at this time!" Zheng Ming: "That's a good idea." Feng Lei: "I know that such rumors also reflect that some people really have doubts about my ability to work. In this regard, I will try my best to show the best work performance. But I also want to Mr. Zheng, as the manager of the company, please come forward and remind everyone: rumors and slander are equally destructive to everyone, and no one can be spared." The development of the matter was exactly as Feng Lei expected.Seeing the rainbow after the storm, and experiencing the baptism of office rumors, Feng Lei has become more mature, her work performance has also improved, and she has won the support of her colleagues and subordinates.Feng Lei also gained some experience from this: keep calm in the face of rumors, actively seek communication, and avoid riots, loud noises, or passively waiting for them to fend for themselves. Leaders are human too, and it is impossible not to make mistakes.We are not afraid of making mistakes, and we are not afraid of admitting mistakes. What we are afraid of is admitting mistakes inappropriately and adding mistakes to mistakes.When you are wrong, admit it quickly and honestly. Dell Computer Corporation of the United States is a large multinational enterprise.Dell conducted a survey in 2001. According to the survey, as many as half of the subordinates said that they would change jobs as soon as they had the opportunity. It is surprising. Why is this?Because the subordinates think that the general manager Dell is unreasonable and alienated, and has no strong sense of loyalty to him.However, most of the subordinates stayed on, gritted their teeth and pushed the company to grow rapidly year after year.So why?Such astonishing achievements coexist with internal contradictions, which makes people have to think about—except for winning the reputation of "direct sales", what else does Michael Dell excel at?In fact, Dell did not have any brilliant ideas, but admitted his mistakes and made improvements. In 2001, Dell admitted to his 20 senior managers that he was too shy, sometimes cold and difficult to approach, and promised to establish a closer relationship with them.The subordinates were shocked by the "extremely introverted" Dell's public introspection-if Dell can change himself, why should others not follow suit?Dale uses his subordinates as a mirror to see that shyness is the fault. Is shyness a mistake?Dell's answer was: "If the subordinate says yes, then it is." "To admit a mistake, you must admit the mistake in the eyes of the subordinate, not in your own mind." For the boss of such a multinational company, admitting mistakes is much more difficult than we imagined, but he did it, and he did it very well, so why should we not do it? Of course, to admit mistakes, you must choose the right time, object and method, not how convenient it is.Generally speaking, the sooner you admit your mistakes, the better.Dell publicly admitted his mistake within a week after learning the results of the investigation.As for the target, the principle is to confess to someone who has hurt someone.Acknowledge your mistakes in the way that best conveys sincerity, not in the way you like. When reading the manuscript, Mr. Dan Nuo, chief writer of the New York Sun Times, often likes to mark out the paragraphs he thinks are important with a red pen to remind the typesetting staff "don't miss it". But one day, a young proofreader accidentally read a paragraph, which was also underlined with a red pen, which roughly said: "Mr. Levitt, a reader of this newspaper, gave us a big apple, which is red and beautiful A row of white characters appeared on the skin of the apple. Upon closer inspection, it turned out to be the name of our main writer. This is really a miracle of artificial cultivation! Just imagine, how can there be such neat and shiny writing on a complete apple peel? While we were amazed, we made many guesses, and we still didn't understand how these miracles appeared on Apple." The young proofreader was so smart that he couldn't help laughing as he read this passage.Because he knows the handwriting on the apple skin, as long as the apple is still green, cut the paper into a shape and stick it on it, and when the apple matures and turns red, just peel off the paper, this is just a child's prank . Therefore, the young proofreader thought that if this passage was published, people would laugh at it, saying that their chief writer was so stupid that even such a small "magic" would "guess in many ways and never understand... ..." Therefore, he boldly deleted this text. In the early morning of the next day, Mr. Dan Nuo, the chief writer, read the newspaper, and immediately came over angrily, and asked him: "There was an article about the 'strange apple' that I underlined with a red pen in yesterday's manuscript, why didn't it get published? " After the proofreader explained his reasons in trepidation, Mr. Danno immediately said very sincerely and kindly: "So that's it! I was wrong. I apologize to you. You did it very right. In the future, as long as you have a definite and reliable reason , even if I have marked it with a red pen, you can still choose for yourself.” The example of Dale and Danno who candidly admit to being wrong is worth learning.In many cases, admitting mistakes can not only produce amazing results, but in any case, it is far more useful than arguing for yourself.As a leader, you should be proficient in this art to ensure that you are at home in your work. As a leader, what do you do when a conscientious subordinate asks you for a raise? If you happen to be planning to raise the salary of this subordinate, then everyone is happy, but if you think that the work performance of the subordinate is not enough to meet the standard of salary increase, or the company is facing an economic crisis, as a middle-level leader, how should you deal with it? Only in order to solve the problem satisfactorily instead of complaining to the boss before giving up? At this time, we must pay attention to the strategy of speaking, especially those employees who have made great contributions to the company and have certain strengths.Because it is very likely that he has already prepared for himself a way out before asking you for a salary increase-if the salary increase fails, find another job.If you don't want to lose such an employee, be careful when you talk. Xiao Li is the chief editor of a publishing house.One day, his subordinate Ronaldinho asked him for a raise.Xiao Li thought for a while, and said: "Xiao Luo, I know that you have been an assistant editor for a long time. The work summary you have done in the performance report, I think the points you mentioned are very important. .But the current situation is that we are still a long time before the first salary evaluation, so I can't approve the salary evaluation report at this time. "In addition, to be honest, I think that in terms of the content of your current performance report, there are not enough convincing data. There is still some time before the evaluation report at the end of the year. You should work harder and strive for让你手上的那两个图书选题能够在年终出炉。而且，我们社最近设立的那个新项目，相信你肯定也能做出点业绩来的，你不妨尝试一下，这样，在年底评估的时候，你就可以有一份比较有说服力的报告给我，到那时，我一定会尽力为你争取加薪。” 在这里，小罗的主管巧妙地为他设定了一个比较实际而又有意义的工作目标，机智、不着痕迹地回绝了他当前的加薪要求。小李清楚地表明，加薪要有“硬指标”，要有客观的工作成绩，而他目前的工作成绩还不足以享受这个薪资待遇。更重要的是，谈话将负面的拒绝转向为正面的激励——使加薪成为员工取得更高成就的动机。 其实，员工在向主管提出加薪要求之前，就已经做好了接受两种结果的准备。如果管理者能够本着设身处地的态度，为员工着想，给出合理的拒绝加薪的理由，让员工明白做出这样的决定不是你一个人的独断专行，而确实是事出有因，相信一定可以取得员工的理解或谅解。 但是，在你向下属作出合理的解释之前，还要做一件事，那就是先认真地倾听和复述员工的要求和想法。要知道，下属要鼓足勇气走到你跟前来更是要花点时间的。所以当员工向你提出这样的要求时，你最好请他坐下来，让他讲一讲自己认为应该加薪的理由，你可以了解员工的问题所在，更有利于你从对方的视角看问题，从而更有针对性、更有说服力地向对方阐明拒绝的理由。 领导者如果既想拒绝加薪，又要保证下属的工作积极性，不妨尝试以下的方式：提供良好的发展空间，使下属在公司内部发挥出个人最大的优势，在技术上、经验上得到积累；提供难得的培训机会等等。你可以视对方的情况，这样对他说： “我知道，公司因为暂时面临困境，无法满足你的加薪要求，可能会让你很失望。所以，根据你的情况，公司管理层在昨天的会议上进行了一次沟通，提出了这样一个方案：调你到公司总部的技术部工作，虽然那里的薪资待遇和这里相同，但是相对来说，生活和办公条件要比这里优越，更重要的是接受培训的机会比较多，你作为年轻的技术人员，在那里会找到更多的发展机会，你觉得怎么样？” 想必但凡有些上进心的员工，对这样的安排都会有意外之喜，并欣然领命吧。这样做也会使员工感到：在这里工作，除了金钱之外，还可以收获到更有价值的东西。 作为一名企业的领导，仅仅通晓管理的理论知识是不够的，还要有娴熟的领导艺术。因为在企业中，下属是直接接触到具体业务的人。具备与下属交往的能力，与下属的谈话是领导艺术中的一门必修课。作为领导，必须努力“套”出下属的心里话，了解下属的思想动态才能进行卓有成效的管理。 松下幸之助是一个坦诚直率的人，因此他也希望员工同样有自主性，同样坦诚直率，从而在公司形成一种自由豁达的风气。 松下公司员工必须遵守公司经营理念的要求，在此基础上，每一个员工都不必唯命是从，可以自由发挥自己的判断力，而不是采取消极的态度。松下说：“员工不应该因为上级命令了，或希望大家如何做，就盲目附和，唯命是从。” 在松下的企业里，允许员工当面发表不同意见与不满。以前，松下电器的员工分为一、二、三等和候补四级。有一位迟迟未获升迁的候补员工对自己的境遇十分不满，所以就直截了当地对松下说：“我已经在公司服务很久，自认为对公司有了足够的贡献，早已具备了做三等员工的资格。可直到现在，我也没有接到升级令。是不是我的努力还不够？如果真是如此，我倒愿意多接受一些指导。其实，恐怕是公司忘了我的升级了吧？”松下对此非常重视，责成人事部门调查处理。不久就给候补员工办理了升级手续。 松下鼓励大家把不满表达出来，而不是闷在心里，这样就不会增加自己的内心痛苦，对公司也是很有好处的。 松下从不限制员工越级提意见或提建议，即使普通员工，也可以直接向社长，而不是他的直接上级反映问题、表明主张。所以他提醒那些高层干部，要有这种心理准备，对此要有欢迎的姿态和支持的行动。松下认为，公司既然是大家一起经营的，就应该由大家来维护，无论哪一环出现波动，失去团结，都会影响到企业正常的运转。 据说，曾经有一位员工被批发商狠狠骂了一顿，说松下的电器质量不过关。如果在其他公司，这个员工很可能只是向他的上司发发牢骚，甚至不做任何汇报。但是这名松下的员工如实地向松下幸之助报告了。随后，松下就亲自拜访了这位批发商并表示歉意。批发商因为一时的怒气而发了一通牢骚，不料却引起社长亲自拜访，非常不好意思。自此以后，松下公司与这家批发商的关系密切多了。 科学技术在飞速发展，社会化大生产的整体性、复杂性、多变性和竞争性，决定了领导单枪匹马是肯定不行的。面对纷繁复杂的竞争市场和企业文化，任何个人都难以做出正确的判断，制定出有效的决定方案。因此，学会让下属说出心里话是非常重要的。领导能否做到有效而准确地倾听信息，将直接影响到与下属的深入沟通以及其决策水平和管理成效，并由此影响企业的经营业绩。 在日常工作中，领导者的倾听能力更为重要。一位擅长倾听的领导将通过倾听，从下属那里及时获得信息并对其进行思考和评估，并以此作为决策的重要参考。 美国着名化妆品企业玫琳凯公司的创始人玛丽·凯女士也深谙此道，她的公司已拥有20万名职工，每个下属都可以直接向她陈述困难。她也专门抽出时间来聆听下属的讲述，并做仔细记录。对于下属的意见和建议，她都会在规定的时间内给予答复。在很多情况下，倾诉者的目的就是倾诉，或许他们并没有更多的要求。日本、英美一些企业的管理人员常常在工作之余与下属职员一起喝几杯咖啡，就是让部下有一个倾诉的机会。 众所周知，最成功的领导者，通常也是最佳的倾听者。做一个永远让人信赖的领导，最简单的方法就是让下属说出他们的心里话。